In this thought-provoking piece, Livingston James’ Research Associate, Tara Tannock, draws on both personal experience and academic insight to explore the often-overlooked human dynamics shaping the UK agricultural sector. With roots in farming and a background in research focused on stress, work-life balance and work-family conflict, Tara offers a unique perspective on how these challenges manifest in environments where professional and personal lives are deeply intertwined.
Coming from a farming background, I grew up understanding that agriculture is far more than an industry, it is a way of life. It is shaped by early mornings, unpredictable conditions and, most importantly, a deep-rooted connection between work and family. This personal perspective formed the foundation of my university dissertation, where I explored how work-related stress, work-life balance and work-family conflict affect those working across the UK agricultural sector.
Now, having moved into the executive search industry with Livingston James, I find that many of these themes extend well beyond farming. In particular, they closely mirror the dynamics we see across family-owned and founder-led businesses, where professional and personal lives are often intertwined, and where leadership carries both commercial and emotional responsibility. This overlap has given me a new lens through which to reflect on my original research, recognising that the challenges faced in agriculture are not isolated, but part of a broader conversation around sustainability, wellbeing and resilience in complex working environments.
This blog revisits the insights from my dissertation, drawing connections between the agricultural sector and the wider family business landscape, and highlighting why understanding these human dynamics is increasingly important in shaping successful, sustainable organisations.
Shared Lives, Shares Pressures
“No farmers, no food, no future.” It’s a phrase we often hear, but we rarely stop to consider the reality behind it. For those working in agriculture, farming is not just a job; it is a lifestyle, a home, and often a family legacy passed down through generations. This unique overlap between work and family life creates both strength and strain in equal measure – something that resonates strongly with many of the family-owned businesses we work with at Livingston James.
A key finding from my dissertation research was that stress and work-life imbalance are significant and ongoing challenges across the industry; however, the causes and experiences of stress vary depending on the role. Farmers often face uncertainty driven by external factors such as weather, livestock health and finances, while professionals working alongside them, such as agronomists and consultants, can experience pressure indirectly through their clients. These are high-stakes, unpredictable environments that individuals often have limited control over. This is not dissimilar to industries across the wider business landscape, with senior leaders having to manage volatility, whether that be related to markets, regulation or supply chains.
One theme is consistent: external stressors are persistent and difficult to escape. Resilience is critical; however, many participants from my dissertation research described how work stays on their mind long after the working day ends, affecting focus, sleep and overall wellbeing. Encouragingly, there is a growing openness around mental health in agriculture, with stronger support networks emerging, although there is still clear room for improvement.
Similarly, senior leaders and executives in these businesses often carry pressure privately and are expected to always be available and in control, which can take its toll. This was highlighted in Julian Hayes’ piece in Forbes which states that “71% of leaders worldwide report significantly higher stress levels since stepping into their current roles” (Hayes II, 2025). Thankfully, in the 21st century, we are beginning to see a broader shift across family businesses, where wellbeing and sustainability of leadership are becoming more prominent considerations.
Work-life balance was another major challenge. For many, particularly those living onsite, or leading or working in their family business, the idea of “switching off” from work feels unrealistic. Long hours, seasonal demands and constant responsibility make it difficult to separate personal and professional life. While most individuals expressed a desire for more time with family and friends, many also accepted their current balance as simply part of the job – especially those raised within farming environments. This mirrors the reality in many family-run organisations, where personal and professional boundaries are often intertwined. Regularly working with senior executives who are often ‘high performers’, it is common to see this normalised imbalance and tolerance of unsustainable working patterns. However, as Kirsty our Head of Research at Livingston James shared in a recent piece, long-term endurance cannot be sustained without rest and recuperation – we must manage our energy and prioritise recovery.
Interestingly, in my dissertation research, work-family conflict was found to be less significant than expected. While tensions do arise, particularly between different generations or between partners, these conflicts are usually short-lived. Many participants described disagreements as a normal part of working closely with family and emphasised the importance of communication, trust and shared understanding in resolving them. Strong family relationships often act as a buffer, helping prevent issues from escalating – something that is equally relevant across the wider family business landscape. Conflict and tension are bound to be factors in close-knit leadership teams, particularly when under pressure or growth, however trust allows conflict to remain healthy, rather than allowing destruction.
What the Research Tells Us
Ultimately, what this research reinforces is that the challenges seen in agriculture are not isolated, they are simply more visible. The intensity of farming life brings into sharp focus themes that are increasingly playing out across many organisations: sustained pressure, blurred boundaries, leadership responsibility and the complex interplay between professional and personal identity.
From an executive search perspective, this has clear implications. Technical capability and experience alone are no longer enough; understanding how individuals navigate pressure, maintain balance and operate within closely connected environments is becoming just as critical. Whether in agriculture, family-owned businesses or wider commercial organisations, the long-term success of a business is intrinsically linked to the sustainability of its people.
Encouragingly, there are signs of progress. Conversations around mental health, leadership support and sustainable performance are becoming more prominent, but there is still work to be done to translate awareness into meaningful change. Organisations that recognise and actively address these dynamics will be far better placed to attract, retain and develop resilient, effective leaders.
Because behind every role, every leadership team and every business, there are individuals managing far more than what appears on paper. Understanding that human context is not just valuable, it is essential.
If these insights resonate with your own experience – whether in agriculture, a family-owned business or a wider commercial setting – we’d welcome the opportunity to continue the conversation.
At Livingston James, we work closely with organisations to identify and support leaders who can navigate complexity while sustaining both performance and wellbeing.
If you’re looking to strengthen your leadership team, or simply want to explore how these themes are playing out in your business, get in touch with our team today: [email protected] | Contact our Team.
References:
The New Executive Mandate: Making High-Performance Sustainable
Ploughing Through: a Common Theme Across Industries
In this thought-provoking piece, Livingston James’ Research Associate, Tara Tannock, draws on both personal experience and academic insight to explore the often-overlooked human dynamics shaping the UK agricultural sector. With roots in farming and a background in research focused on stress, work-life balance and work-family conflict, Tara offers a unique perspective on how these challenges manifest in environments where professional and personal lives are deeply intertwined.
Coming from a farming background, I grew up understanding that agriculture is far more than an industry, it is a way of life. It is shaped by early mornings, unpredictable conditions and, most importantly, a deep-rooted connection between work and family. This personal perspective formed the foundation of my university dissertation, where I explored how work-related stress, work-life balance and work-family conflict affect those working across the UK agricultural sector.
Now, having moved into the executive search industry with Livingston James, I find that many of these themes extend well beyond farming. In particular, they closely mirror the dynamics we see across family-owned and founder-led businesses, where professional and personal lives are often intertwined, and where leadership carries both commercial and emotional responsibility. This overlap has given me a new lens through which to reflect on my original research, recognising that the challenges faced in agriculture are not isolated, but part of a broader conversation around sustainability, wellbeing and resilience in complex working environments.
This blog revisits the insights from my dissertation, drawing connections between the agricultural sector and the wider family business landscape, and highlighting why understanding these human dynamics is increasingly important in shaping successful, sustainable organisations.
Shared Lives, Shares Pressures
“No farmers, no food, no future.” It’s a phrase we often hear, but we rarely stop to consider the reality behind it. For those working in agriculture, farming is not just a job; it is a lifestyle, a home, and often a family legacy passed down through generations. This unique overlap between work and family life creates both strength and strain in equal measure – something that resonates strongly with many of the family-owned businesses we work with at Livingston James.
A key finding from my dissertation research was that stress and work-life imbalance are significant and ongoing challenges across the industry; however, the causes and experiences of stress vary depending on the role. Farmers often face uncertainty driven by external factors such as weather, livestock health and finances, while professionals working alongside them, such as agronomists and consultants, can experience pressure indirectly through their clients. These are high-stakes, unpredictable environments that individuals often have limited control over. This is not dissimilar to industries across the wider business landscape, with senior leaders having to manage volatility, whether that be related to markets, regulation or supply chains.
One theme is consistent: external stressors are persistent and difficult to escape. Resilience is critical; however, many participants from my dissertation research described how work stays on their mind long after the working day ends, affecting focus, sleep and overall wellbeing. Encouragingly, there is a growing openness around mental health in agriculture, with stronger support networks emerging, although there is still clear room for improvement.
Similarly, senior leaders and executives in these businesses often carry pressure privately and are expected to always be available and in control, which can take its toll. This was highlighted in Julian Hayes’ piece in Forbes which states that “71% of leaders worldwide report significantly higher stress levels since stepping into their current roles” (Hayes II, 2025). Thankfully, in the 21st century, we are beginning to see a broader shift across family businesses, where wellbeing and sustainability of leadership are becoming more prominent considerations.
Work-life balance was another major challenge. For many, particularly those living onsite, or leading or working in their family business, the idea of “switching off” from work feels unrealistic. Long hours, seasonal demands and constant responsibility make it difficult to separate personal and professional life. While most individuals expressed a desire for more time with family and friends, many also accepted their current balance as simply part of the job – especially those raised within farming environments. This mirrors the reality in many family-run organisations, where personal and professional boundaries are often intertwined. Regularly working with senior executives who are often ‘high performers’, it is common to see this normalised imbalance and tolerance of unsustainable working patterns. However, as Kirsty our Head of Research at Livingston James shared in a recent piece, long-term endurance cannot be sustained without rest and recuperation – we must manage our energy and prioritise recovery.
Interestingly, in my dissertation research, work-family conflict was found to be less significant than expected. While tensions do arise, particularly between different generations or between partners, these conflicts are usually short-lived. Many participants described disagreements as a normal part of working closely with family and emphasised the importance of communication, trust and shared understanding in resolving them. Strong family relationships often act as a buffer, helping prevent issues from escalating – something that is equally relevant across the wider family business landscape. Conflict and tension are bound to be factors in close-knit leadership teams, particularly when under pressure or growth, however trust allows conflict to remain healthy, rather than allowing destruction.
What the Research Tells Us
Ultimately, what this research reinforces is that the challenges seen in agriculture are not isolated, they are simply more visible. The intensity of farming life brings into sharp focus themes that are increasingly playing out across many organisations: sustained pressure, blurred boundaries, leadership responsibility and the complex interplay between professional and personal identity.
From an executive search perspective, this has clear implications. Technical capability and experience alone are no longer enough; understanding how individuals navigate pressure, maintain balance and operate within closely connected environments is becoming just as critical. Whether in agriculture, family-owned businesses or wider commercial organisations, the long-term success of a business is intrinsically linked to the sustainability of its people.
Encouragingly, there are signs of progress. Conversations around mental health, leadership support and sustainable performance are becoming more prominent, but there is still work to be done to translate awareness into meaningful change. Organisations that recognise and actively address these dynamics will be far better placed to attract, retain and develop resilient, effective leaders.
Because behind every role, every leadership team and every business, there are individuals managing far more than what appears on paper. Understanding that human context is not just valuable, it is essential.
If these insights resonate with your own experience – whether in agriculture, a family-owned business or a wider commercial setting – we’d welcome the opportunity to continue the conversation.
At Livingston James, we work closely with organisations to identify and support leaders who can navigate complexity while sustaining both performance and wellbeing.
If you’re looking to strengthen your leadership team, or simply want to explore how these themes are playing out in your business, get in touch with our team today: [email protected] | Contact our Team.
References:
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